Social psychology and organizations:
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
New York [u.a.]
Routledge
2011
|
| Schriftenreihe: | Organization and management series
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | XXXII, 440 S. graph. Darst. |
| ISBN: | 9781848728561 |
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Datensatz im Suchindex
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| adam_text | IMAGE 1
CONTENTS
SERIES FOREWORD XIX ART BRIEF, KIM ELSBACH, AND MICHAEL FRESE ABOUT THE
EDITORS XXIABOUT THE CONTRIBUTORS XXIII SECTION I INTRODUCTION
CHAPTER 1 ON SOCIAL BEINGS AND ORGANIZATIONAL ANIMALS: A SOCIAL
PSYCHOLOGICAL APPROACH TO ORGANIZATIONS 3
DAVID DE CREMER, ROLF VAN DICK, AND J. KEITH MURNIGHAN SOCIAL PSYCHOLOGY
AND ORGANIZATIONS: UNDERSTANDING
WORK LIFE 4
SOCIAL/ORGANIZATIONAL RESEARCH THEMES 6
OUTLINE OF THE BOOK 7
SECTION II 7
SECTION III 9
SECTION IV 10
REFERENCES 12
SECTION II LEADERSHIP, POWER, AND SOCIAL INFLUENCE
CHAPTER 2 POWER: A CENTRAL FORCE GOVERNING PSYCHOLOGICAL, SOCIAL, AND
ORGANIZATIONAL LIFE 17
ADAM D. GALINSKY, DIANA RUS, AND JORIS HAMMERS POWER AFFECTS SOCIAL
ATTENTIVENESS 19
POWER REDUCES PERSPECTIVE TAKING, COMPASSION, AND CONFORMITY 20
POWER INCREASES INSTRUMENTAL ATTENTION 22
POWER MAKES THE PERSON 24
POWER INCREASES ASSERTIVE ACTION 24
POWER INCREASES OPTIMISM AND RISK TAKING 25
IX
IMAGE 2
X * CONTENTS
POWER INCREASES ILLUSIONS OF CONTROL 26
POWER INCREASES ABSTRACT THINKING 27
POWER REVEALS THE PERSON 28
POWER MAKES YOU MORE LIKE YOURSELF 29
POWER MAKES YOU MORE LIKE YOUR CULTURE 29 HARNESSING POWER IN THE
SERVICE OF LEADERSHIP 30 LEADERSHIP SELECTION 32
LEADERSHIP CREATION 33
REFERENCES 35
CHAPTER 3 ON BEING THE LEADER AND ACTING FAIRLY: A CONTINGENCY APPROACH
39
DAVID DE CREMER AND TOM FT. TYLER THE RELATIONSHIP BETWEEN FAIRNESS AND
LEADERSHIP 41
THE CONNECTION OF LEADERSHIP TO PROCEDURAL FAIRNESS 42 DOES LEADERSHIP
HAVE A FOCUS ON FAIRNESS? 45
LEADERSHIP AND PROCEDURAL FAIRNESS: A CONTINGENCY APPROACH 46
EMPIRICAL EVIDENCE OF A CONTINGENCY APPROACH 48 THE CASE OF
SELF-CONFIDENT LEADERS 48
THE CASE OF SELF-REWARDING LEADERS 50
THE CASE OF SELECTING A LEADER 51
SUMMARY 54
THE ROLE OF NEEDS IN OUR CONTINGENCY APPROACH 55 THE VALUE OF THE
CONTINGENCY APPROACH 57
CONCLUSION 59
REFERENCES 59
CHAPTER 4 MANAGING NORMATIVE INFLUENCES IN ORGANIZATIONS 67
NOAH J. GOLDSTEIN AND ROBERT B. CIALDINI FOCUS THEORY OF NORMATIVE
CONDUCT 68
DIFFERENTIATING BETWEEN DESCRIPTIVE AND INJUNCTIVE NORMS 68
THE IMPORTANCE OF FOCUS 70
THE CONSTRUCTIVE, DESTRUCTIVE, AND RECONSTRUCTIVE POWER OF SOCIAL NORMS
73
REFERENCE GROUPS AND NORMATIVE INFLUENCE 78
IMAGE 3
CONTENTS * XI
THE ROLE OF SOCIAL IDENTIFICATION IN NORMATIVE INFLUENCE 79
THE ROLE OF CONTEXTUAL SIMILARITY IN NORMATIVE INFLUENCE 80
CONCLUSION 83
REFERENCES 84
CHAPTER 5 ENTREPRENEURIAL ACTIONS: AN ACTION THEORY APPROACH 87
MICHAEL FRESE ACTIVE ENTREPRENEURIAL ACTIONS 88
ACTION THEORY: BUILDING BLOCKS 91
SEQUENCE 91
ACTION STRUCTURE 91
THE SKILL LEVEL OF REGULATION 92
LEVEL OF FLEXIBLE ACTION PATTERNS 93
CONSCIOUS LEVEL 93
LEVEL OF METACOGNITIVE HEURISTICS 94
ACTIVE ACTIONS AND THE LEVELS OF REGULATION 94 THE FOCUS: TASK, SOCIAL,
AND SELF 96
THE TASK AS FOCUS OF REGULATION 96
THE SOCIAL CONTEXT AS FOCUS OF REGULATION 97 THE SELF AS THE FOCUS OF
REGULATION 97
CHARACTERISTICS OF ACTIVE ACTION; CHARACTERISTICS AND ENTREPRENEURIAL
SUCCESS 98
ENTREPRENEURIAL ORIENTATION 99
ACTIVE GOALS AND VISIONS 100
ACTIVE TASK STRATEGY AND ACTIVE ACTION PLANNING 100 ACTIVE SOCIAL
STRATEGY FOR NETWORKING 105
EFFECTUATION, IMPROVISATION, AND EXPERIMENTATION 106 ACTIVE FEEDBACK
SEEKING AND ACTIVE APPROACH TO MISTAKES 109
ACTIVE APPROACH TO LEARNING (DELIBERATE PRACTICE) 110 ACTIVE APPROACH IN
PERSONALITY 110
TRAINING ILL
CONCLUSION 112
REFERENCES 112
IMAGE 4
XII * CONTENTS
SECTION III CONFLICT, COOPERATION, AND DECISION MAKING
CHAPTER 6 RESPONSIVE LEADERS: COGNITIVE AND BEHAVIORAL REACTIONS TO
IDENTITY THREATS 121
RODERICK M. KRAMER LEADER IDENTITY AND IDENTITY-THREATENING
PREDICAMENTS.. 123
STUDYING LEADER IDENTITY THREAT AND REPAIR PROCESSES 125 STUDY 1:
COUNTERING THE BUSINESS WEEK RANKINGS- SELECTIVE CATEGORIZATION AND
STRATEGIC SOCIAL COMPARISONS 126
STUDY 2: LEADERS DECISIONS AS IDENTITY-THREATENING PREDICAMENTS-A CASE
STUDY OF LYNDON JOHNSON AND HIS VIETNAM DECISIONS 131
JOHNSON S IDENTITY AS A LEADER 133
STUDY 3: TRANSFORMING FAILURE TO SUCCESS-PRESIDENTIAL
SELF-PRESENTATIONAL TACTICS IN THE ICELAND ARMS CONTROL TALKS 138
SUMMARY, IMPLICATIONS, AND CONCLUSIONS 141 REFERENCES 143
CHAPTER 7 THE THREE FACES OF OVERCONFIDENCE IN ORGANIZATIONS 147
DON MOORE AND SAMUEL A. SWIFT THREE FACES OF OVERCONFIDENCE 148
OVERESTIMATION 148
OVERPLACEMENT 148
OVERPRECISION 149
THREE PROBLEMS 150
PROBLEM 1: CONFOUNDING 150
PROBLEM 2: UNDERCONFIDENCE 151
UNDERESTIMATION 151
THE ILLUSION OF CONTROL 152
THE PLANNING FALLACY 152
PESSIMISM ABOUT THE FUTURE 152
UNDERPLACEMENT 153
COMPARATIVE PESSIMISM 153
IMAGE 5
CONTENTS * XIII
UNDERPRECISION 154
PROBLEM 3: APPARENT INCONSISTENCY 154
DIFFERENTIAL INFORMATION THEORY 155
EXPERIMENTAL EVIDENCE 157
OVERPRECISION 157
AN ADDITIONAL MEASURE OF OVERPRECISION 160 THE RELATIONSHIP AMONG
OVERPRECISION, OVERESTIMATION, AND OVERPLACEMENT 162
INDIVIDUAL DIFFERENCES 162
STRENGTHS OF THE DIFFERENTIAL INFORMATION THEORY 165 RECONCILING
INCONGRUOUS RESULTS 166
FALSE CONSENSUS AND FALSE UNIQUENESS 166
MODERATORS OF OVERCONFIDENCE 167
CONTROLLABILITY 167
OBSERVABILITY 167
PERSONAL EXPERIENCE 168
ABSENT/EXEMPT 168
DEBIASING 168
LIMITATIONS OF THE DIFFERENTIAL INFORMATION THEORY 169 WHAT CONSTITUTES
PERFORMANCE? 169
DIRECT VERSUS INDIRECT MEASURES 170
THE SELF-SELECTION PROBLEM 170
MOTIVATIONAL EFFECTS 171
FUTURE RESEARCH 172
OVERPRECISION 172
THE BENEFITS OF OVERCONFIDENCE 173
CONCLUSION 174
REFERENCES 175
CHAPTER 8 CONFLICT IN WORKGROUPS: CONSTRUCTIVE, DESTRUCTIVE, AND
ASYMMETRIC CONFLICT 185
SONJA RISPENS AND KAREN A. JEHN THE CONFLICT DEBATE: PAST CONFLICT
RESEARCH 185
ADDRESSING THE CONFLICT DEBATE: CONFLICT ASYMMETRY 187 GROUP AND
INDIVIDUAL CONFLICT ASYMMETRY 188 THEORETICAL FRAMEWORK 191
RESEARCH FRAMEWORK 193
IMAGE 6
XIV * CONTENTS
MEDIATORS OF CONFLICT ASYMMETRY AND GROUP OUTCOMES 195
CONTINGENCIES AND DIRECTIONS FOR FUTURE RESEARCH 198 ASYMMETRICAL
PERCEPTIONS AND RECOGNITION 198 PHYSIOLOGICAL EXPLANATIONS: THREAT
VERSUS CHALLENGE 199 CONFLICT PERCEPTIONS: POWER AND STATUS 200
MOVING BEYOND CONFLICT 200
CONCLUSION 201
REFERENCES 202
CHAPTER 9 THE REPAIR OF TRUST: INSIGHTS FROM ORGANIZATIONAL BEHAVIOR AND
SOCIAL PSYCHOLOGY 211
KURT T. DIRKS AND DAVID DE CREMER WHY TRUST MATTERS 212
THE REPAIR OF TRUST 213
ATTRIBUTIONS AND TRUST REPAIR 216
SOCIAL EQUILIBRIUM 219
NEGOTIATION OF TRUSTWORTHINESS 221
NEW QUESTIONS FOR THEORY AND PRACTICE 223
HOW CAN TRUST IN AN ORGANIZATION BE REPAIRED? 223 HOW DOES POWER AFFECT
TRUST REPAIR PROCESS? 225 CAN TRUST BE FULLY REPAIRED? 226
CONCLUSION 228
REFERENCES 228
CHAPTER 10 GIVE AND TAKE: PSYCHOLOGICAL MINDSETS IN CONFLICT.... 231
FRANCIS]. FLYNN THE TROUBLE WITH GIVING AND RECEIVING 232
THE UNDERESTIMATION OF HELP GIVING 232
THE OVERESTIMATION OF HELP SEEKING 234
IT S THE THOUGHT THAT COUNTS 236
HOW YOU GIVE MATTERS MORE THAN WHAT YOU GIVE 238 HOW MUCH IS IT WORTH TO
YOU? 240
WHERE DO WE GO FROM HERE? 242
GETTING PAST NO 242
THE COOPERATION-CONFLICT CONNECTION 244
THANKS, BUT NO THANKS 244
IMAGE 7
CONTENTS * XV
BEYOND ATTENTION FOCUS 245
CONCLUSION 248
REFERENCES 249
SECTION IV CONTEMPORARY ISSUES
CHAPTER 11 THE VALUE OF DIVERSITY IN ORGANIZATIONS: A SOCIAL
PSYCHOLOGICAL PERSPECTIVE 253
KATHERINE W. PHILLIPS, SUN YOUNG KIM-FUN, AND SO-HYEON SHIM THE CONCEPT
OF DIVERSITY 254
THE INFLUENCE OF SOCIAL CATEGORY DIVERSITY 256 AFFECT AND COGNITION IN
DIVERSE GROUPS 261
DIVERSITY BELIEFS IN GROUPS 263
FUTURE RESEARCH 265
CONCLUSION 267
REFERENCES 267
CHAPTER 12 ANTISOCIAL BEHAVIOR AT WORK: THE SOCIAL PSYCHOLOGICAL
DYNAMICS OF WORKPLACE VICTIMIZATION AND REVENGE 273
KARL AQUINO AND JANE O REILLY WORKPLACE VICTIMIZATION 275
HIERARCHICAL STATUS AS A MODERATOR OF THE PERSONALITY-VICTIMIZATION
RELATIONSHIP 278 THE MODERATING EFFECT OF DEMOGRAPHICS 280 CRITIQUE OF
RESEARCH AND FUTURE RESEARCH DIRECTIONS 282
A RELATIONAL MODEL OF WORKPLACE VICTIMIZATION: UNITING THE VICTIM S AND
THE PERPETRATOR S PERSPECTIVES OF VICTIMIZATION 283
WORKPLACE REVENGE 285
THE EFFECTS OF ABSOLUTE STATUS ON REVENGE 288 THE EFFECTS OF RELATIVE
POWER ON REVENGE 290 CRITIQUE OF RESEARCH AND FUTURE RESEARCH DIRECTIONS
291
CONCLUSION AND FINAL REMARKS 292
REFERENCES 293
IMAGE 8
XVF * CONTENTS
CHAPTER 13 CREATIVITY IN INDIVIDUALS AND GROUPS: BASIC PRINCIPLES WITH
PRACTICAL IMPLICATIONS 297 CARSTEN K.W. DE DREU, BERNARD A. NIJSTAD, AND
MATTHIJS BAAS CREATIVITY AND INNOVATION 298
DUAL PATHWAY TO CREATIVITY MODEL 299
INITIAL EVIDENCE FOR DPCM 301
MOOD AND CREATIVE PERFORMANCE 302
FLOW AND CREATIVE PERFORMANCE 303
SUMMARY AND CONCLUSIONS ON INDIVIDUAL-LEVEL CREATIVITY 305
GROUP-LEVEL CREATIVITY AND INNOVATION 305
MOTIVATED INFORMATION PROCESSING IN GROUPS MODEL 306
MIP-G AND GROUP CREATIVITY 308
MIP-G AND GROUP INNOVATION 313
CONCLUSIONS AND AVENUES FOR FUTURE RESEARCH 315 INDIVIDUAL CREATIVITY:
THEORETICAL AND PRACTICAL IMPLICATIONS 316
GROUP CREATIVITY AND INNOVATION: THEORETICAL AND PRACTICAL IMPLICATIONS
318
CONCLUDING THOUGHTS 319
REFERENCES 319
CHAPTER 14 A SOCIAL IDENTITY APPROACH TO WORKPLACE STRESS 325
S. ALEXANDER HASLAM AND ROLF VAN DICK DOMINANT APPROACHES TO STRESS 328
THE PHYSIOLOGICAL APPROACH 328
THE INDIVIDUAL DIFFERENCE APPROACH 329
THE STIMULUS-BASED APPROACH 330
THE TRANSACTIONAL APPROACH 331
THE SOCIAL IDENTITY APPROACH: SOME KEY CONCEPTS AND PREMISES 333
SOCIAL IDENTITY THEORY 333
SELF-CATEGORIZATION THEORY 335
A SOCIAL IDENTITY APPROACH TO STRESS 337
SOCIAL IDENTITY AND PRIMARY STRESS APPRAISAL 337 SOCIAL IDENTITY AND
SECONDARY STRESS APPRAISAL 340
IMAGE 9
CONTENTS * XVII
SOCIAL IDENTITY AND BURNOUT 341
CONCLUSION: WORKPLACE STRESS AS A SOCIAL AND POLITICAL PROCESS 345
REFERENCES 346
CHAPTER 15 WHEN GOOD PEOPLE DO WRONG: MORALITY, SOCIAL IDENTITY, AND
ETHICAL BEHAVIOR 353
MADAN M. PILLUTLA A MODEL OF ETHICAL DECISION MAKING 354
MORAL IDENTITY 356
SOCIAL IDENTITY 358
SOCIAL IDENTITY AND MORAL BEHAVIOR 361
RELATIONSHIP TO OTHER COMPENSATORY ETHICS MODELS 366 CONCLUSION 367
REFERENCES 367
CHAPTER 16 CULTURE AND CREATIVITY: A SOCIAL PSYCHOLOGICAL ANALYSIS 371
KWOK LEUNG AND MICHAEL W. MORRIS PRIORITIZATION AND CONCEPTUALIZATION OF
CREATIVITY 372
CULTURAL DIFFERENCES IN CREATIVE PERFORMANCE 373 CONCEPTUAL AND
MEASUREMENT ISSUES 374
ARE SOME CULTURES MORE CREATIVE THAN OTHERS? 374 UNPACKAGING THE
INFLUENCE OF CULTURE 376
EXTENDING WESTERN RESEARCH ON INNOVATIVENESS TO THE CHINESE CONTEXT 376
INNOVATIVENESS FROM A CHINESE PERSPECTIVE 378 MULTICULTURAL EXPERIENCE
AND CREATIVITY 380
VERSATILITY 381
VIRTUOSITY 383
BROAD ACCESS TO IDEAS 383
UNCONVENTIONAL ASSOCIATIONS 385
NOVEL CONCEPTUAL COMBINATIONS 386
CONCLUSION 388
REFERENCES 390
AUTHOR INDEX 397
SUBJECT INDEX 417
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| series2 | Organization and management series |
| spelling | Social psychology and organizations [ed. by ] David De Cremer, Rolf van Dick, J. Keith Murnigan New York [u.a.] Routledge 2011 XXXII, 440 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organization and management series Includes bibliographical references and index Führung Social psychology Control (Psychology) Leadership Organizational behavior Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Sozialpsychologie (DE-588)4055891-5 gnd rswk-swf (DE-588)4143413-4 Aufsatzsammlung gnd-content Sozialpsychologie (DE-588)4055891-5 s Organisationsverhalten (DE-588)4285859-8 s b DE-604 De Cremer, David 1972- Sonstige (DE-588)129945633 oth Dick, Rolf van 1967- Sonstige (DE-588)121453499 oth Murnighan, John K. 1948-2016 Sonstige (DE-588)170275175 oth SWB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020700287&sequence=000003&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Social psychology and organizations Führung Social psychology Control (Psychology) Leadership Organizational behavior Organisationsverhalten (DE-588)4285859-8 gnd Sozialpsychologie (DE-588)4055891-5 gnd |
| subject_GND | (DE-588)4285859-8 (DE-588)4055891-5 (DE-588)4143413-4 |
| title | Social psychology and organizations |
| title_auth | Social psychology and organizations |
| title_exact_search | Social psychology and organizations |
| title_full | Social psychology and organizations [ed. by ] David De Cremer, Rolf van Dick, J. Keith Murnigan |
| title_fullStr | Social psychology and organizations [ed. by ] David De Cremer, Rolf van Dick, J. Keith Murnigan |
| title_full_unstemmed | Social psychology and organizations [ed. by ] David De Cremer, Rolf van Dick, J. Keith Murnigan |
| title_short | Social psychology and organizations |
| title_sort | social psychology and organizations |
| topic | Führung Social psychology Control (Psychology) Leadership Organizational behavior Organisationsverhalten (DE-588)4285859-8 gnd Sozialpsychologie (DE-588)4055891-5 gnd |
| topic_facet | Führung Social psychology Control (Psychology) Leadership Organizational behavior Organisationsverhalten Sozialpsychologie Aufsatzsammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020700287&sequence=000003&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT decremerdavid socialpsychologyandorganizations AT dickrolfvan socialpsychologyandorganizations AT murnighanjohnk socialpsychologyandorganizations |